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EU Strawberry Market Reached $3.8B and Is Set To Continue Moderate Growth

strawberry

EU Strawberry Market Reached $3.8B and Is Set To Continue Moderate Growth

IndexBox has just published a new report: ‘EU – Strawberries – Market Analysis, Forecast, Size, Trends and Insights’. Here is a summary of the report’s key findings.

The revenue of the strawberry market in the European Union amounted to $3.8B in 2018, rising by 1.9% against the previous year. This figure reflects the total revenues of producers and importers (excluding logistics costs, retail marketing costs, and retailers’ margins, which will be included in the final consumer price). The market value increased at an average annual rate of +2.1% from 2007 to 2018; the trend pattern remained consistent, with only minor fluctuations over the period under review. Strawberry consumption peaked in 2018 and is expected to retain its growth in the near future.

Consumption By Country

The countries with the highest volumes of strawberry consumption in 2018 were Germany (233K tonnes), Poland (203K tonnes) and the UK (183K tonnes), together comprising 51% of total consumption. Italy, France, Spain, Belgium, Romania, Greece, Portugal, Austria and Sweden lagged somewhat behind, together comprising a further 39%.

From 2007 to 2018, the most notable rate of growth in terms of strawberry consumption, amongst the main consuming countries, was attained by Greece, while strawberry consumption for the other leaders experienced more modest paces of growth.

In value terms, Germany ($819M), the UK ($792M) and Italy ($360M) were the countries with the highest levels of market value in 2018, together comprising 52% of the total market. Poland, France, Spain, Romania, Belgium, Sweden, Austria, Portugal and Greece lagged somewhat behind, together comprising a further 36%.

The countries with the highest levels of strawberry per capita consumption in 2018 were Poland (5,315 kg per 1000 persons), Belgium (2,900 kg per 1000 persons) and Germany (2,844 kg per 1000 persons).

Market Forecast to 2030

Driven by increasing demand for strawberry in the European Union, the market is expected to continue an upward consumption trend over the next decade. Market performance is forecast to retain its current trend pattern, expanding with an anticipated CAGR of +1.1% for the period from 2018 to 2030, which is projected to bring the market volume to 1.4M tonnes by the end of 2030.

Production in the EU

In 2018, approx. 1.3M tonnes of strawberries were produced in the European Union; standing approx. at the previous year. The total output volume increased at an average annual rate of +1.6% over the period from 2007 to 2018; the trend pattern remained relatively stable, with somewhat noticeable fluctuations in certain years. In 2015, strawberry production reached its peak volume of 1.4M tonnes but from 2016 to 2018 it failed to regain its momentum. The general positive trend in terms of strawberry output was largely conditioned by a mild expansion of the harvested area and measured growth in yield figures.

Production By Country

The countries with the highest volumes of strawberry production in 2018 were Spain (345K tonnes), Poland (196K tonnes) and Germany (142K tonnes), together accounting for 54% of total production. The UK, Italy, the Netherlands and Greece lagged somewhat behind, together comprising a further 29%.

From 2007 to 2018, the most notable rate of growth in terms of strawberry production, amongst the main producing countries, was attained by Greece, while strawberry production for the other leaders experienced more modest paces of growth.

Harvested Area

In 2018, approx. 103K ha of strawberries were harvested in the European Union; reducing by -1.7% against the previous year. Over the period under review, the strawberry harvested area continues to indicate a relatively flat trend pattern. The pace of growth was the most pronounced in 2013 with an increase of 9.6% against the previous year. In that year, the strawberry harvested area attained its peak level of 111K ha. From 2014 to 2018, the growth of the strawberry harvested area failed to regain its momentum.

Yield

The average strawberry yield stood at 12 tonne per ha in 2018, flattening at the previous year. The yield figure increased at an average annual rate of +2.1% from 2007 to 2018; the trend pattern remained relatively stable, with only minor fluctuations being recorded throughout the analyzed period.

Exports in the EU

In 2018, the amount of strawberries exported in the European Union totaled 476K tonnes, coming down by -3.8% against the previous year. The total export volume increased at an average annual rate of +2.3% from 2007 to 2018; however, the trend pattern indicated some noticeable fluctuations being recorded over the period under review. Over the period under review, strawberry exports reached their maximum at 515K tonnes in 2014; however, from 2015 to 2018, exports remained at a lower figure. In value terms, strawberry exports totaled $1.3B (IndexBox estimates) in 2018.

Exports by Country

Spain represented the main exporter of strawberries exported in the European Union, with the volume of exports amounting to 279K tonnes, which was approx. 59% of total exports in 2018. The Netherlands (70K tonnes) ranks second in terms of the total exports with a 15% share, followed by Belgium (9.5%) and Greece (6.2%). Italy (14K tonnes), Germany (12K tonnes) and France (11K tonnes) followed a long way behind the leaders.

Exports from Spain increased at an average annual rate of +2.7% from 2007 to 2018. At the same time, Greece (+19.9%), the Netherlands (+6.2%) and Belgium (+1.3%) displayed positive paces of growth. Moreover, Greece emerged as the fastest-growing exporter exported in the European Union, with a CAGR of +19.9% from 2007-2018. Germany experienced a relatively flat trend pattern with regard to strawberry exports. By contrast, Italy (-2.2%) and France (-7.2%) illustrated a downward trend over the same period. From 2007 to 2018, the share of Spain, the Netherlands and Greece increased by +15%, +7.1% and +5.3% percentage points, while France (-2.8 p.p.) saw their share reduced. The shares of the other countries remained relatively stable throughout the analyzed period.

In value terms, Spain ($694M) remains the largest strawberry supplier in the European Union, comprising 52% of total strawberry exports. The second position in the ranking was occupied by the Netherlands ($261M), with a 19% share of total exports. It was followed by Belgium, with a 13% share.

Export Prices by Country

The strawberry export price in the European Union stood at $2,810 per tonne in 2018, picking up by 2.9% against the previous year. In general, the strawberry export price continues to indicate a relatively flat trend pattern. Over the period under review, the export prices for strawberries attained their peak figure at $3,298 per tonne in 2011; however, from 2012 to 2018, export prices remained at a lower figure.

There were significant differences in the average prices amongst the major exporting countries. In 2018, the country with the highest price was Belgium ($4,000 per tonne), while Greece ($1,385 per tonne) was amongst the lowest.

From 2007 to 2018, the most notable rate of growth in terms of prices was attained by France, while the other leaders experienced more modest paces of growth.

Imports in the EU

In 2018, the amount of strawberries imported in the European Union stood at 428K tonnes, falling by -8.1% against the previous year. The most prominent rate of growth was recorded in 2012 when imports increased by 13% against the previous year. In that year, strawberry imports attained their peak of 471K tonnes. From 2013 to 2018, the volume of strawberry imports remained at a lower figure. In value terms, strawberry imports amounted to $1.3B (IndexBox estimates) in 2018.

Imports by Country

In 2018, Germany (103K tonnes), distantly followed by the UK (52K tonnes), France (47K tonnes), Italy (36K tonnes), Belgium (35K tonnes), the Netherlands (27K tonnes) and Portugal (20K tonnes) were the largest importers of strawberries, together mixing up 75% of total imports. The following importers – Spain (15K tonnes), Austria (14K tonnes), Poland (13K tonnes), the Czech Republic (13K tonnes) and Sweden (7.6K tonnes) – together made up 15% of total imports.

From 2007 to 2018, the most notable rate of growth in terms of imports, amongst the main importing countries, was attained by Poland, while imports for the other leaders experienced more modest paces of growth.

In value terms, the largest strawberry importing markets in the European Union were Germany ($281M), the UK ($204M) and France ($173M), together accounting for 49% of total imports. These countries were followed by Belgium, the Netherlands, Italy, Austria, Spain, Portugal, Poland, Sweden and the Czech Republic, which together accounted for a further 41%.

Import Prices by Country

In 2018, the strawberry import price in the European Union amounted to $3,141 per tonne, picking up by 12% against the previous year. Over the last decade, it increased at an average annual rate of +2.1%.

Prices varied noticeably by the country of destination; the country with the highest price was Sweden ($4,036 per tonne), while Portugal ($2,113 per tonne) was amongst the lowest.

From 2007 to 2018, the most notable rate of growth in terms of prices was attained by Austria, while the other leaders experienced more modest paces of growth.

Source: IndexBox AI Platform

DACHSER

DACHSER’s New LCL Service Offers Expanded Connections for Shippers

Shippers seeking a consolidated access option along the route from Europe to Chile are now offered DACHSER’s latest weekly schedule of LCL services. This added service streamlines the process by collecting container shipments followed by consolidation at its Hamburg warehouse. Once consolidated, the items are shipped directly to San Antonio, Chile without interruption.

“Referring to ‘less than container load,’ our new LCL service is designed to meet the specific needs of our customers with smaller merchandise quantities. The service not only optimizes efficiencies and reduces costs, but the fixed weekly schedule improves the planning process,” said Guido Gries, Managing Director, DACHSER Americas.

“An effective LCL service comes down to timing—from the coordination of the grouping of goods and to the fixed container trips between ports. Our management of this timing allows our customers the benefit of improved planning and transit times as well as transparency of their shipments,” said Mr. Gries.

Markets including Germany, France, Austria, Switzerland, Belgium, Denmark, Netherlands, Czech Republic, Poland, and Slovakia are directly connected to the Chilean region thanks to this added service. DACHSER continues to showcase its dedication to expanding network capabilities while supporting the needs of its customers, particularly in a trying time for the supply chain and global logistics players.

“The service offers customers streamlined container coordination and management of all sea freight imports deployed on first-class carriers to Chile,” added Mr. Gries. “Thanks to our extensive European logistics network we can offer seamless visibility from the door of the supplier in Europe to the final destination.”

Additional service offerings include interlocked logistics solutions aimed to support road, air, and sea logistics through transportation and warehousing services as well as pre-carriage handling and transparent supplier tracking.

smart contracts

How to Save Time and Money with Blockchain Smart Contracts

Manufacturing processes are growing increasingly complex — especially as the coronavirus pandemic spreads — in today’s global marketplace. With so many moving parts, it’s becoming more difficult to reliably and efficiently track actions and data along the supply chain. Blockchain-enabled smart contracts are emerging as a solution — one that provides transparency and ensures everyone along the supply chain is following the same set of agreed-upon rules.

With everyone on the supply chain sharing the same logic and data, manufacturers can automate time-sensitive processes and avoid costly dispute resolutions. Blockchain is on the rise, and Gartner predicts that 30% of manufacturing companies making more than $5 billion in revenue will have invested in blockchain-powered projects by 2023.

Implementing the technology and data infrastructure to convert processes into smart contracts can seem daunting, and companies that don’t hit the $5 billion mark will be slower to catch up.

The fear of failing after the investment can be a serious deterrent. But smart contracts save enough time and money for manufacturers that the costs of waiting might be greater than the upfront investment needed to get started.

The Value of Smart Contracts

The core values of blockchain are transparency and trust, and smart contracts play a pivotal role in providing these benefits. Taken together in a business context, blockchain-based smart contracts make it possible to avoid disputes. A smart contract is software that automates a single trusted version of an agreement between parties. They might rely on one version of data about what’s happening (or has happened) and record the results of the contract, such as funds being transferred in exchange for using a piece of equipment.

Without smart contracts, businesses working together in manufacturing have to maintain separate systems that encode business rules with slight differences. The data they use might also vary from the data other companies use, making it difficult to reconcile any issues. These differences lead to disputes that require significant time and effort to resolve.

The automation and data standards that smart contracts provide allow manufacturers to consider different ways to work with partners along their supply chain. Their partnerships can be based on performance or quality in ways that would have been impossible to implement — much less trust — without the use of blockchain and smart contracts.

How Do Smart Contracts Work?

In a blockchain system, the word “contracts” doesn’t carry the same meaning as legal contracts. Instead, smart contracts are more broadly used to encode logic that often isn’t written explicitly in a contract. Unlike traditional software, they’re used to create business logic that multiple parties can rely on and trust.

Many of us are familiar with the concept of business rules in software systems. In the blockchain world, smart contracts are the business rules shared by the users of the blockchain. Think of blockchain like a shared database: Smart contracts are the rules that define how data can be entered or changed in the shared database. Within the supply chain, smart contracts are typically the rules shared by multiple businesses in the supply chain that are also users of the blockchain system.

For most applications, smart contracts can be executable versions of traditional business contracts, or they might be new logic that coordinates long-running processes and activities across different businesses. They’re trusted because they’re created and housed on a blockchain, which means the code is typically visible to system developers, business analysts, and auditors.

Although smart contracts are triggered by some external event, such as a user’s action or a change in external data (a commodity’s price, for example), the code they run is normally approved in advance by all businesses involved. Currently, businesses are already utilizing blockchain-secured smart contracts for a range of supply chain processes.

For example, some companies combine smart contracts with Internet of Things sensors to record the movement of supplies into a manufacturing facility. Then, they automate payment for those supplies. Others record the operating conditions of a machine to determine if maintenance is required or gauge the condition of manufactured products to ensure standards are met.

Such contracts produce equipment usage records and quality control checks in real-time, and parties on all sides of the contract can trust the data. How we handle everything — from securing supplies to monitoring equipment and manufacturing products — can be improved with the strategic use of blockchain-powered smart contracts.

Being Smart About Which Contracts to Convert

As companies convert more intrabusiness processes into smart contracts, the benefits of doing so grow easier to recognize. Shipments and payment approvals can be verified in real-time, and disputes are eliminated or resolved immediately with no intermediaries. The time and cost savings are substantial.

By using these strategies to determine where to use smart contracts, companies of all sizes have a better chance at reaping the benefits much sooner:

1. Break down costs before the converting starts. The first time a company implements a smart contract, the costs of establishing the blockchain system will be relatively high. These initial costs can often be the biggest deterrent, especially for smaller, less tech-driven companies. Over time, though, the incremental costs of automating smart contracts will go down. Account for this initial cost by taking time to identify the contracts that are currently the most costly to execute.

2. Prioritize external contracts over internal ones. Not every contract needs to be a smart one. In fact, the costs of executing some processes might not justify the investment in automating them. Focus on agreements, contracts, and other expectations that are between the company and another business (or better yet, where more than two businesses are involved), and rule out internal agreements between departments. Because trust is less of an issue, internal disputes can be reconciled relatively easily. Putting them on a blockchain would just be overkill.

3. Focus on contract difficulty — not frequency. Because the goal of automation is to create less work, it’s tempting to go straight for the contracts that are executed most often. Instead, focus on the amount of effort it takes to use each contract rather than how often it’s used. High-frequency contracts might be executed with few or no disputes, whereas low-frequency ones might be costly to manage due to complex and/or unclear terms. These are much better candidates.

4. Start with material sourcing for maximum impact. To know for sure which processes can benefit most from conversion into smart contracts, look for people throughout the organization who deal with reconciliation, quality control, and/or audit support. Also, consider the data used in each transaction. Between both parties, how important is trusting that data? Material sourcing is often ripe for improvement, and trust in data is critical to the relationship between manufacturer and supplier.

The ability to create smart contracts is becoming one of the best-known benefits of using blockchain technology in the manufacturing realm. Investing in the technology might be costly at first, but getting in on the ground floor will be easier if you use it to turn the right processes into irrefutable smart contracts.

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Alex Rosen is the vice president of business development at Chainyard, a blockchain consulting company focused on delivering production solutions that address financial services, supply chain, transportation, government, and healthcare pain points.

warehouse

Top 10 Solutions for Common Warehouse Problems

Warehouse Engineers attended the Modex Conference looking for low-cost solutions to improve warehouse operations. As a previous warehouse manager, I understand traveling isn’t always an option because you have to get orders out the door. No reason to fret, Warehouse Engineers has you covered with 10 solutions to common warehouse problems.

Problem 1: Cycle counts

We’ve all been there… the quarterly cycle count or worse, the full annual. Ware eliminates the cycle counting dilemma. Yes, that’s right, Ware deploys fleets of drones, powered by machine learning, to perform cycle counts. Ware creates the software and analytics that lets the drones do the work, saving time and money.

Problem 2: Tracing orders

Ever had an order delayed by the rail or carrier?

Me!!! I’ve been on the phone with the carrier asking where is my order?

Pallet Alliance developed a platform to track individual pallets from end to end of the supply chain with IoT connectivity. Intellipallets integrate with existing wooden pallets providing efficient tracking of shipments. Once the pallets become “intelligent” they provide information like transit location or stationary time. Now you will know when your order is stuck in a rail yard.

Problem 3: BOL Paperwork

Why does the customer call for the BOL that you can’t seem to find?

BOLs are a necessary evil. You must get the driver to sign for the order, then store the order for years. The process creates so much paperwork, and it’s even harder to track individual BOLs. I hate when the customer calls for a BOL from 3 months ago. The smart people at SMART BOL developed an automated solution for bill of lading signing and document retention. Yes, there’s an app for drivers to sign the BOL and the signature magically goes into the cloud.

Problem 4: Communication Boards

I’ve struggled with outlining a whiteboard for daily huddles. The magnets are not straight, the markers start to fade. Sometimes I spent more time preparing for the meeting than the actual meeting itself. Visual Workplace is a source for Lean & 5S Supplies. They have great templates for KPI Tracking and daily huddles. Visual Workplace can also print dry erase board overlays for kaizen events and root cause analysis.

Problem 5: Workstations

We all know the value of 5S, “a place for everything, and everything in its place.” But what if you don’t have a place for everything? Literally, while you are setting tools in order, you are missing a place for a tool. With PioneerIWS, you can easily build a custom workflow to meet your needs. Their Flexturs can be transformed into mobile workstations, shelves, and packaging stations. Setting and Sustaining workstations are a lot easier with PioneerIWS.

Problem 6: Shifted Rail Cars

Ever been nervous about opening a box car?

I’ve been there, crossing my fingers hoping that the pallets are still upright.

Of course, the pallets have shifted and spilled over. Have you ever seen a rail car full of spilled tomato paste, yuck! Shifted cars are a no-win for everyone involved. Filing a claim with the rail line is so difficult, most people don’t bother. The rail always points the finger at the packaging and swears they never hump cars. Next time I have this problem, I’m calling Southern Bracing Systems (SBS) for a solution. SBS manufactures a patented Ty-Gard 2000® approved by the Association of American Railroads (AAR) to keep orders in tack. They also provide expert training for AAR-approved cargo securement equipment and cargo restraint systems uniquely designed to prevent damage in transit.

Problem 7: Missing Labels

In wet or grimy conditions, labels just won’t la

I’ve had to label entire warehouses: entry doors, ramps, racks, etc… Sometimes a label just doesn’t work. The Patmark 1533 provides a solution for quick, custom permanent applications. MarkinBOX is the world’s most compact portable marking machine system. Combined with a carbide pin, you can mark on a vast range of surfaces like racks and bins. I wish I had the Patmark 1533 when I 5S’d a battery storage room.

Problem 8: Data Overload

We’ve all heard the phrase “big data” but what do we do with it?

Big data creates value when leaders can make data-driven decisions. With all the data coming from the WMS, ERP, and time clocks, who has time to consolidate the data for reporting? Easy Metrics solves the big data problem by providing custom reports and KPIs for your team. I know tracking labor can be burdensome, at times requiring a full administrator. Easy metrics make it easy for everyone.

Problem 9: Packaging Dimensions

Length, Width, Height…. And where is my tape measuring?

We’ve all had to answer those questions when preparing parcel for delivery. It’s so frustrating when you have a large or heavy box that you need assistance with to get all the dimensions. Sizensor designed an app to instantly capture parcel dimensions. Sizensor has a lot of benefits around the warehouse-like planning a load diagram for new products. Consider how easy the app is to install and use, it’s a win.

Problem 10: Warehouse Space

We need more space.

No warehouse manager wants to tell their president or sales team those words. I’ve lead tens of projects to increase density and utilization. We go vertical, we consolidate, move things around, but sometimes just need more space. When you literally need to pop up a warehouse, ClearSpan is your solution. ClearSpan warehouses can be custom designs or turnkey solutions for the appropriate storage solution.

There you have it, ten solutions for common problems within a warehouse. I hope this information is useful and please share with your colleagues. Collaboration and networking is another benefit of attending conferences. All the companies listed above have great salespeople Warehouse Engineers interacted with. If these are great ideas, and you don’t have the capacity to manage the project contact Warehouse Engineers.
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Brandon Ashby, the managing partner, is a certified Project Management Professional who can manage the project for you.
compliance

U.S. Regulators Focus on Compliance Efforts in Enforcement Decisions Involving International Companies

Over the past few years, U.S. regulators have made it clear that having comprehensive and effective compliance policies covering trade is a must, regardless of the company size, location or industry. The government’s move to formalize the importance of compliance programs is a clear signal of what it expects and a harbinger of what is to come.

Why Is Trade Compliance Important Regardless of the Company’s Location?

Trade compliance should be the goal of every global company, in particular as a risk mitigation measure and a positive value proposition. A compliance program serves as a security blanket for large financial institutions accustomed to dealing with regulations, small startups with a cloud-based platform, and even companies with no physical presence in the United States. A trade compliance program lays the groundwork for international companies on how to conduct business in or with the United States.

With changing industry regulations, it is critical to keep up to date and have a compliance program that is effective. Failure to have a strong compliance program could result in increased legal exposure, potentially leading to fines and penalties as well as negative publicity associated with an enforcement action. Maintaining an effective trade compliance program could help companies mitigate penalties for potential violations, and is ultimately cost-effective. For example, last year, the U.S. government imposed $1.3 billion in penalties on cargo firms, penalties that could have been mitigated with robust compliance programs.

 Avoiding U.S. Sanctions

Engaging in the complex global supply chain may be a financial win, but it requires formalized diligence procedures to ensure your company does not run afoul of the law. The Department of Treasury’s Office of Foreign Assets Control (OFAC) has released guidance encouraging organizations to employ a risk-based approach to sanctions compliance and focus on five essential components: senior management commitment, risk assessments, internal controls, testing and auditing, and training. To incentivize companies to engage in international transactions, OFAC also provides that in the case of a violation, it will give favorable consideration to companies with effective sanctions compliance programs and that the existence of such a program may mitigate a civil monetary penalty.

OFAC is not just issuing guidance, it is increasing its enforcement efforts involving both U.S. and foreign entities. It continues to designate more non-U.S. entities that have helped evade U.S. sanctions. For example, several Chinese shipping companies were found to have violated North Korean sanctions, and as a result, were blocked from doing business in the U.S. or with U.S. parties. In January 2020, Eagle Shipping, a Marshall Islands ship management company with headquarters in Stamford, Connecticut, agreed to pay $1,125,000 to settle its potential civil liability for 36 apparent violations of the Burmese Sanctions Regulations. The violations involved Eagle Shipping’s affiliate in Singapore entering into a chartering agreement with Myawaddy—an entity identified on OFAC’s List of Specially Designated Nationals and Blocked Persons. Eagle filed an application with OFAC requesting a license authorizing it to carry sand cargoes purchased from Myawaddy but continued its dealings while the OFAC application was pending. OFAC ultimately denied the license, but Eagle resumed its dealings with Myawaddy, carrying cargo from Burma to Singapore.

Among the aggravating factors, OFAC considered Eagle’s status as a sophisticated shipping company, which should have had expertise in international trade and global shipping transactions. Among the mitigating factors, OFAC considered Eagle’s efforts to develop and implement a formal sanctions compliance program with specific policies and procedures for compliance screening, transaction checklists, and red-flag identification tools.

Compliance Under Commercial Export Laws

The U.S. Department of Commerce’s Bureau of Industry and Security (BIS), which administers U.S. commercial export control regulations, also has published comprehensive guidance for companies working to develop or shore up compliance materials. In its guidance, BIS identified the following elements as foundational in creating an effective Export Compliance Program (ECP): management commitment, completing regular risk assessments, obtaining proper export authorization, record-keeping, training, compliance audits, addressing export violations and taking corrective actions, and maintaining your ECP. Like OFAC, BIS emphasizes the importance of tailoring your ECP to your organization and business based on size, volume of exports, geographic location, and other relevant factors. Companies that fail to comply with regulations that govern export controls have experienced significant penalties.

The U.S. export control laws govern not only U.S. companies, but also certain export activities of foreign companies dealing with the export of certain products, technology, or services from the United States to a foreign country. For example, most recently, BIS imposed substantial export and reexport restrictions on Huawei, a Chinese company, and its 68 non-U.S. affiliates in connection with Huawei’s violations of U.S. export laws specific to the Iranian Transactions and Sanctions Regulations. As part of that action, BIS restricted any export, re-export, or transfer of U.S.-origin technology, commodity, or software to Huawei and its entities without an export license.

This enforcement action ultimately impacted both the U.S. and non-U.S. businesses, including big and small tech companies, suppliers, importers, shippers, and financial institutions. Separately, in 2017, the U.S. government imposed a $1.2 billion criminal fine against ZTE, a Chinese telecom equipment company, for shipping U.S.-origin telecommunications equipment to Iran and North Korea. These two cases have affected how U.S. and foreign companies view their compliance programs; they also have incentivized the development and implementation of more robust compliance programs, including vetting procedures and sanctions checks that ensure adherence to the U.S. export control regulations.

Recommended Steps for Ensuring Compliance and Mitigating Risk

-The benefits of having a compliance program in place when a mistake happens are significant. When creating your tailored trade compliance policies and procedures, remember the following:

-Compliance programs should include a comprehensive, independent, and objective testing or audit function to ensure that your business is aware of how its programs are performing.

-Programs should be updated regularly in light of constantly changing regulatory and business environments.

-Ensure that your compliance program has comprehensive coverage to track all parties involved in import and export transactions.

-Even products that seem harmless can be used in ways that companies do not intend. As an organization, you are responsible for knowing how your products will be used and for avoiding government-prohibited end uses.

-Watch for red flags on BIS’s published list.

-Watch for “deemed” exports, which are released in the United States of technology or source code to a foreign person. Such a release is deemed to be an export to the foreign person’s most recent country of citizenship or permanent residency, which may require a license or even be prohibited.

Now more than ever, government offices and agencies are providing the industry with guidance on how best to comply with trade regulations. However, this also means that companies can no longer claim ignorance of trade regulations. Today, companies participating in the global marketplace must take proactive preventive measures to ensure compliance, mitigate risk, and minimize potential penalties.

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 Doreen Edelman and Zarema Jaramillo are attorneys at Lowenstein Sandler.

company

Is Your Company’s Bench Deep Enough During Difficult Times?

In the uncertain times that the coronavirus produced, business leaders were forced to face the fact that employees might not be available every day to do their jobs – either because of their own health concerns or because they were scrambling to make childcare arrangements because of school closings.

And, as the economy takes a hit, some businesses may even need to downsize, leaving the remaining workers to take on duties they are unprepared for and weren’t hired to carry out.

That’s one reason why it’s always a good idea to cross-train employees, allowing someone else to step in when circumstances necessitate it, says Bill Higgs, an authority on corporate culture and the ForbesBooks author of the Culture Code Champions: 7 Steps to Scale & Succeed in Your Business (www.culturecodechampions.com/training).

“Ultimately, you want everyone who works for you to broaden their knowledge and expand the scope of what they normally do,” says Higgs, a founder and former CEO of Mustang Engineering who recently launched the Culture Code Champions podcast.

“The result is a more efficient and productive workplace.”

In his younger days, Higgs was an Army Ranger, where the need to cross-train was inescapable.

“If you are on a critical military mission and someone goes down, another Ranger needs to take over that person’s duties,” Higgs says. “Otherwise, the mission would be scrapped.”

The average business day may not be as severely distressing as a military mission, but just as in the military, cross-training comes with benefits, he says. It prevents mistakes. It improves accuracy. It saves time. It saves money.

And each additional duty an employee can take on during uncertain times could make the difference on whether a project or order is completed on time, and whether missed deadlines leave customers unhappy, costing the business money – or even leading to it going out of business.

“Some business leaders may say they just can’t work in the time for cross-training because they and their employees are too busy,” Higgs says. “They probably are busy, but it needs to be a priority and they need to figure out a way to find the time. We’re probably seeing right now just how important it can be.”

A few suggestions he has for working cross-training into harried schedules include:

Make use of downtime. Few people are busy every minute, so take advantage of any downtime to slip in cross-training, Higgs says. “That way no one is just sitting around waiting for the next project,” he says. “At Mustang, for example, if an instrument engineer’s work slowed down, then we moved him or her over to automation or some other functional area that was related to, but slightly different from, the person’s regular job.”

Schedule time. “I’m skeptical when people tell me they don’t have any downtime, but let’s assume that’s so,” Higgs says. “Then I recommend you set aside time specifically dedicated to cross-training. It’s that important.” Figure out who you need to cross-train, he says, and find the areas of your business where cross-training will pay off the most.

Implement “lunch-and-learns.” Nearly everyone eats lunch or takes a break at mid-day, and that’s a great time to set up some lunch-and-learn times when someone in the company can teach others about what they do, Higgs says. “At Mustang, we even had vendors come in and talk about their products and services,” he says.

“An added bonus to cross-training is people who don’t normally interact are brought together and develop a better appreciation for what others do,” Higgs says. “That helps to create an even greater sense of team throughout the organization, which is especially important during difficult times like these when everyone needs to pull together.”

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Bill Higgs (www.culturecodechampions.com/training), an authority on corporate culture, is the ForbesBooks author of Culture Code Champions: 7 Steps to Scale & Succeed in Your Business. He trains companies on how to improve their bottom line by improving their culture, and recently launched the Culture Code Champions podcast, where he has interviewed such notable subjects as former CIA director David Petraeus and NASA’s woman pioneer Sandra Coleman. Culture Code Champions is listed as a New & Noteworthy podcast on iTunes. Higgs is also the co-founder and former CEO of Mustang Engineering Inc. In 20 years, they grew the company from their initial $15,000 investment and three people to a billion-dollar company with 6,500 people worldwide. Second, third and fourth-generation leaders took the company to $2 billion in 2014. Higgs is a distinguished 1974 graduate (top 5 percent academically) of the United States Military Academy at West Point and runner up for a Rhodes scholarship. He is an Airborne Ranger and former commander of a combat engineer company.

supplies

FREE TRADE IN MEDICINES AND SUPPLIES IS THE HEALTHIEST APPROACH

What Does Trade Have to Do with the Pandemic?

pandemic is a type of epidemic, wherein an outbreak of a disease not only affects a high proportion of the population at the same time, but also spreads quickly over a wide geographic area.

As the novel coronavirus jumped continents, governments in countries yet unaffected or with low incidence rates moved to prevent “importing” the virus through individual travel. Simultaneously, governments acted to create diagnostic kits and treatments for those with the virus – all praise our frontline healthcare workers.

Unfortunately, what could worsen the situation is a policy practice that seems to be infectious. More than 20 governments are banning the export of needed supplies, a prescription for shortages and higher prices. What the crisis also lays bare is that key countries and many important healthcare products remain outside a WTO agreement that would otherwise enable duty-free trade in the medicines and supplies we need on a regular basis.

Pandemic Proportions

In the history of pandemics, there has been none more deadly than the infamous Bubonic Plague which took 200 million lives in the mid-14th century, wiping out half the population on the European Continent. The pathogen spread through infected fleas carried by rodents, frequent travelers on trading ships. The practice of quarantine began in the seaport of Venice, which required any ships arriving from infected ports to sit at anchor for 40 days — quaranta giorni — before landing. Two centuries later, Small Pox took 56 million lives. In the modern era, some 40 to 50 million succumbed to the Spanish Flu of 1918 and HIV/AIDS has claimed 25-35 million lives since 1981.

For perspective, and not to minimize its severe toll, the number of fatalities from novel coronavirus will likely exceed 10,000 by the time of this writing. COVID-19, as it is currently known, is a reminder that we live with the ongoing threat from many types of both known infectious diseases like cholera, Zika and Avian flu, as well as diseases yet unknown to us. Although we can more rapidly detect, contain and treat epidemics, diseases now travel at the speed of a person on board an international flight. Our cities are bigger and denser, further enabling rapid transmission.

Pandemic Prepping Includes Trade

Because we are interconnected, we share the health risks, but we can also problem-solve as a global community. Scientists in international labs share insights to identify viruses, swap guidance on how to conduct confirmatory tests, and quickly communicate best practices for containment.

Outside times of crisis, global trade in health-related products and services has laid the foundation for faster medical breakthroughs through international research and development projects, and by diversifying the capability to produce medical supplies, devices, diagnostics and pharmaceuticals.

Innovation thrives in the United States like nowhere else. Yet, no single country, not even the United States, can discover, produce and distribute diagnostics, vaccines and cures for everything that ails us — or invent every medical intervention that improves the productivity and quality of our lives.

One Quarter of medicines have tariffs

A Dose of Foresight

As the Uruguay Round of multilateral trade negotiations were drawing to a close in 1994, a group of countries representing (at the time) 90 percent of total pharmaceutical production came to an agreement. Each government would eliminate customs duties on pharmaceutical products and avoid trade-restrictive or trade-distorting measures that would otherwise frustrate the objective of duty-free trade in medicines.

The WTO’s Pharmaceutical Tariff Elimination Agreement, which entered into force on January 1, 1995, is known as a “zero-for-zero initiative” to eliminate duties reciprocally in a particular industrial sector. Signed onto over subsequent years by the United States, Europe’s 28 member states, Japan, Canada, Norway, Switzerland, Australia and handful of others, the agreement initially covered approximately 7,000 items that included formulated or dosed medicines, medicines traded in bulk, active pharmaceutical ingredients (APIs) and other chemical intermediaries in finished pharmaceuticals.

Signatories agreed to expand the list in 1996, 1998, 2006 and 2010 so it now covers more than 10,000 products. Tariffs were eliminated on a most-favored-nation basis, meaning it was extended to imports from all WTO members, not just parties to the agreement.

Maintenance Drugs

Though an important start, the agreement has not been updated in a decade. Trade in products covered by the WTO agreement has risen from $1.3 trillion in 2009 to $1.9 trillion in 2018. Yet, some 1,000 finished products and 700 ingredients are not covered under the agreement, leaving pharmaceutical trade subject to hundreds of millions in customs duties. With China and India increasing manufacturing over the last decade, the value of global trade included in duty-free treatment decreased from 90 percent in 1995 to 81 percent in 2009 to 78 percent in 2018.

It is challenging to chart trade statistics and tariffs on health-related products, particularly since many chemical ingredients have both medical and non-medical uses. Here we have attempted to reproduce tables developed by the WTO in 2010, but we do not include a large number of chemicals that have general use whose tariff lines were not enumerated in the WTO’s analysis.

Health Product Import Shares

In 2010, the European Union and the United States together accounted for almost half of all world imports of health-related products. Europe has become a much larger importer while U.S. imports have decreased slightly as a percentage of global imports. Imports by many big emerging markets including Brazil, Mexico, China, India and Turkey, have increased along with their purchasing power. These countries benefit from zero duties when importing from countries that signed on to the WTO Pharmaceutical Trade Agreement.

Health Product Export Shares

On the export side, Europe dramatically increased its share of global exports while the United States dropped across the board compared to 2010, particularly in medical products and supplies. China shows significant growth in exports of inputs specific to the pharmaceutical industry – including antibiotics, hormones and vitamins – as well as medical equipment including diagnostic reagents, gloves, syringes and medical devices. India also increased its exports of all types of pharmaceuticals, particularly ingredients, but did not drive up its share across all types of exported health-related products. China and India would benefit from zero duties without having to reciprocate for exports from countries that signed on to the WTO agreement.

That said, according to the trade data, China and India still only account for 5.4 percent of global exports in health-related products covered by the agreement. Therefore, simply expanding membership to include these countries is not sufficient to enlarge duty-free trade – the number of tariff lines covered by the agreement would also need to expand to capture a significant portion of traded healthcare products.

Emerging Market Pharm Trade

Tariffs as a Symptom

The final price of a pharmaceutical is determined by many factors that differ by country. Costs and markups occur along the distribution chain from port charges to warehousing, to local government taxes, distribution charges, and hospital or retailer markups. Tariffs may seem a relatively small component of the final price, but the effect is compounded as all of these “internal” costs accumulate and they are symptomatic of complex regulatory systems.

A 2017 study by the European Centre for International Political Economy determined that tariffs on final prices add an annual burden of up to $6.2 billion in China. In Brazil and India, tariffs on medicines may increase the final price by up to 80 percent of the ex-factory sales price. Imported pharmaceuticals are at a clear disadvantage and patients bear the burden in cost and diminished availability.

Side Effects

According to the U.S. International Trade Commission, the U.S. pharmaceutical industry historically shipped bulk APIs from foreign production sites to the United States before formulating into dosed products. After the WTO agreement, it became viable to import more finished products duty-free. Over the years, a failure to add more APIs to the duty-free list reinforced this trend. The U.S. Food and Drug Administration also allows firms to import formulated products prior to receiving marketing approval to prepare for a new product launch but does not allow bulk API importation before market approval.

The urgency to accrue adequate supplies and treatments for COVID-19 has reignited a debate on U.S. over-reliance on China and India for antibiotics, among other medicines. What if factories must close? What if China and India withhold supplies? If raw materials and ingredients are derived in those countries, would the United States be able to ramp up domestic production? The White House is considering incentives and Buy America government procurement requirements to stimulate demand for U.S. production and in the meanwhile has temporarily reduced tariffs on medical supplies such as disposable gloves, face masks and other common hospital items from China.

20 Countries Ban Medical Exports

A Cure Worse Than the Disease

Removing barriers to trade in essential products is a healthier approach than imposing restrictions that could exacerbate potential shortages.

Nonetheless, some 20 countries have announced a ban on the export of medical gear – masks, gloves, and protective suits worn by medical professionals. They include Germany, France, Turkey, Russia, South Korea, India, Taiwan, Thailand and Kazakhstan.

Governments generally do maintain national stocks of critical items to enable manufacturers to ramp up production in cases of health emergencies or address unexpected gaps in their supply chains. But when major producers withhold global supply, importing countries face shortages and higher prices. Dangerously, India’s trade restrictions go beyond medical gear to restrict export of 26 pharmaceutical ingredients. India, however, relies heavily on APIs imported from China for their medicines, much of it originating from factories in Hubei province where the outbreak emerged.

Bans tend to beget more bans, potentially wreaking havoc on pharmaceutical and medical product supply chains, making it more difficult for healthcare workers to stem spread of the virus. Poorer countries with already fragile and underfunded healthcare systems are left in an even more vulnerable position.

A Test for Public-Private Collaboration

Instead of export restrictions, governments can expedite purchase orders and otherwise support industry efforts to ramp up production for domestic and global use. Most global manufacturers are operating at several times their usual capacity since the initial outbreak in China. Private labs are utilizing high-throughput platforms to conduct more tests faster but require trade in the chemical reagents needed to start up and run the tests.

Biopharmaceutical firms are applying their scientific expertise to accelerate the development of a vaccine and treatments for COVID-19. They are reviewing their research portfolios, investigating previously approved medicines that have potential to treat the virus, and donating approved investigational medicines to the global research effort. Internationally, scientists are collaborating through a Norway-based nonprofit called the Coalition for Epidemic Preparedness Innovations on COVID-19 vaccine development. They know that the more options, the better – most drug candidates will not get through all three phases of clinical trials.

Recovery

Epidemic diseases evolve and they do not respect borders. Treating them, as well as the myriad chronic diseases and other ailments that affect us more routinely, requires new and adapted medical technologies arising from innovation made widely available through trade.

While there’s nothing inherently wrong with providing incentives to encourage domestic production, it should not come at the expense of free trade in health-related products. Tariffs should be eliminated on life-saving medicines and their ingredients. Governments must impose restrictions on exports temporarily and only when absolutely necessary. In this way, openness in trade will help promote the recovery of both our health and our economies.

Many thanks to economist and contributor Alice Calder for running all the trade numbers in this article. Full data tables may be accessed here.

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Andrea Durkin is the Editor-in-Chief of TradeVistas and Founder of Sparkplug, LLC. Ms. Durkin previously served as a U.S. Government trade negotiator and has proudly taught international trade policy and negotiations for the last fifteen years as an Adjunct Professor at Georgetown University’s Master of Science in Foreign Service program.

Alice Calder

Alice Calder received her MA in Applied Economics at GMU. Originally from the UK, where she received her BA in Philosophy and Political Economy from the University of Exeter, living and working internationally sparked her interest in trade issues as well as the intersection of economics and culture.

This article originally appeared on TradeVistas.org. Republished with permission.

customs

Customs Providing Immediate Short-Term Duty Deferrals to Approved Importers Working to Provide Longer Term Relief to the Importing Community

Short term case-by-case relief to approved importers: On Friday, March 20, 2020, Customs issued the following message:

Due to the severity of Novel Coronavirus Disease (COVID-19), U.S. Customs and Border Protection (CBP) will approve on a case by case basis additional days for payment of estimated duties, taxes and fees due to this emergency. Please note we are working on a future message that will provide further information. Please watch your CSMS messages.

NOTE: CBP has confirmed that the March 20, 2020 debit authorizations for the Periodic Monthly Statements and the daily statements have been transmitted to the Department of Treasury. Please work directly with your financial institution if you wish to prevent these funds from being withdrawn.

Requests should be directed to the Office of Trade, Trade Policy, and Programs at OTentrysummary@cbp.dhs.gov.

We are advised that companies sending requests for “additional days” are receiving responses from CBP such as the following:

Thank you for your message. Yes, you are approved for additional days for payment due to the COVID – 19 emergency. Please note we are working on a future message that may provide an additional timeframe for payment. Please watch your CSMS messages. Please let me know if you have any additional questions.

Based on the above CBP Message and anticipated response, our comments and suggestions for companies seeking “additional days” for payment of duties are as follows:

-CBP does not specify the number of “additional days” in its Message or the response; however, we are advised that for the time being Customs is granting an additional 10 days to specifically approved companies.

-The message does not specify the information to be provided in the request. At a minimum, companies requesting additional days for payment of duties, taxes, and fees owing should include the exact company name and their Importer of Record (IOR) number with the request. Additionally, it may be prudent to include a brief statement specifying the company’s need for the additional time requested and the harm that the company is currently facing.

-The CBP Message advises companies granted additional days to “work directly with your financial institution.” Even if CBP grants the additional days requested, Customs at this time does not have the ability to stop its automated system from requesting the transfer of funds (duties, fees, taxes) from designated bank accounts for specific companies. As such, the company responsible for payment of the duties and fees will need to coordinate with its bank (i.e., its financial institution) in advance so that the bank will block incoming funds transfer requests from CBP. We are advised that CBP’s system normally transmits electronic payment requests three times, so the bank should be prepared to block transfers in response to all three incoming CBP requests.

-CBP’s system automatically generates liquidated damages notices for non-payment and late payment of duties, fees and other amounts owing. Companies receiving “additional days” for payment of amounts owing should expect to receive such notices. We understand that providing the CBP authorization message to the approved party should be sufficient to cancel any such notices in their entirety (assuming that the amounts owing were fully paid within the extension period).

-The CBP Message covers “estimated duties, taxes, and fees.” We are not aware that it provides additional time for the payment of penalties, liquidated damages or other amounts that may be owing CBP.

-We are aware that industry groups have identified different parties for the “additional days” request other than the party identified in the CBP Message (OTentrysummary@cbp.dhs.gov). At this time, we recommend that companies seeking additional days should use the email address specified in the CBP Message.

Likelihood of longer-term (90-day) relief to the importing community: In response to ongoing discussions and requests by several trade organizations CBP is considering a 90-day extension that would be applicable to the larger importing community. Essentially, this would align duty payments with the 90-day extension currently granted by the IRS to tax filers. We expect CBP to issue a Federal Register concerning this broader extension policy in the near future and will provide updates accordingly.

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Robert Stang is a Washington, D.C.-based partner with the law firm Husch Blackwell LLP. He leads the firm’s Customs group.

Julia Banegas is an attorney in Husch Blackwell LLP’s Washington, D.C. office.

toys

BORN TO TRADE

The stork brings more than babies

My husband and I welcomed our first child, a baby boy, in January. As we prepared for his arrival, we quickly learned that as first-time parents, we will be acquiring an enormous amount of baby stuff, in complete disproportion to the expected size of our newborn. Our apartment was rapidly inundated with a car seat, stroller, swing and Pack ‘n Play, playmats, toys, onesies, hats, pajamas, burp cloths, swaddles, bibs, a crib, a changing table, and of course, mounds of diapers and wipes.

The baby product industry is booming. Sales reached an estimated $10.9 billion in 2017 and are expected to reach $16.8 billion by 2025. And with the pressures placed on first-time moms to be the perfect parent, it’s no wonder we shell out thousands of dollars in the baby’s first year to keep them warm and safe, hoping to avoid the 3am cries as much as possible.

According to the U.S. Department of Agriculture, the annual spending on a child under two was $12,680 in 2015 (for a married couple with two children). While most of that spending was allocated to housing and child care, an average family still spent over $1,000 a year on baby products, excluding food.

No surprise, the three big components of baby-related expenditure – diapers, car seats and toys — are global industries.

Dry and clean derrieres

A first-time parent might be surprised by the number of diapers they will change in their child’s first year. At two and a half months, my son goes through 6-8 diapers a day, not including the occasional mishap affectionately known as a “poop explosion”. And while I applaud families that choose to use cloth reusable diapers, by necessity or out of eco-consciousness, we opted for disposable diapers in my family.

The global disposable diaper market is dominated by two brands – Pampers made by Procter & Gamble (P&G) and Huggies made by Kimberly-Clark. Together, the two companies control roughly 80 percent of the global disposable diaper market. The disposable diaper industry has been undergoing significant changes in recent decades, driven by a decline in birth rates in the West and increased demand in China and other emerging markets. Both P&G and Kimberly-Clark have complex supply chains that span dozens of facilities around the world to meet parental needs.

China only recently became a significant market for disposable diapers, with Pampers leading the way. In the 1990s, P&G launched a low-cost diaper brand in China that failed to make inroads locally. Recognizing that Chinese consumers valued the diaper’s softness and ability to absorb over price, the company reentered the market in 2010 with higher-end products targeted at China’s middle class, and sales have been growing strongly since. In 2018, diaper sale revenues in China reached $7.6 billion. American diaper producers are working to convince Chinese parents to ditch kaidangku, Chinese back split-pants, which allow young toddlers to squat anywhere. While kaidangku are still popular among China’s rural population, China’s middle class is rapidly adopting the disposable diaper lifestyle.

Strapped in for safety

Car seats are often one of the most expensive purchases new parents will make in the baby’s first year. Given the stringent safety requirements for baby car seats, large international brands generally do not face significant competition from low-cost, lower-quality brands.

The global car seat market was estimated at $7 billion in 2018, with infant seats representing 32 percent of global sales. Leading companies are headquartered around the world: Dorel, Quinny and Cosco are brands based in Canada; Artsana Group’s Chicco brand and Kiwi Baby are Italian; UPPAbaby and Newell Brands, which make Graco and Baby Jogger are based in the United States; Goodbaby, the maker of Cybex and Evenflo, is based in Hong Kong; Renolux is based in France, Mothercare in the U.K., and InfaSecure is headquartered in Australia – to name a few.

While the companies above are headquartered around the world, many of their brands are manufactured in China (a few high-end brands are also made in the United States). Over the last several years, the U.S. trade war with China placed significant pressure on the car seat industry. While the Office of the U.S. Trade Representative (USTR) provided exemptions from Chinese tariffs to some safety products, including finished car seats, the components and materials used to manufacture the car seats did not receive the same treatment, placing increasing costs on U.S.-based car seat manufacturers. Advocating for an exemption for all baby safety products, the Juvenile Products Manufacturers Association argued that an increase in the costs of these products could put children, especially those in low-income families, at risk. And while the conclusion of the phase one trade negotiation with China suspended the tariffs, the risk to the industry remains.

Play time

You may be surprised to learn, much like my husband was, that toys play an important role in a baby’s development from their first weeks of life. Toys not only entertain, but they help develop key skills such as creativity, innovative thinking, and other important developmental milestones.

The global toy market dwarfs all other products for children, reaching $90.4 billion in 2018. The top seven toy companies in the world account for 55 percent of global toy sales. These include Mattel (with brands such as Barbie and Fisher-Price), Hasbro (making the Disney toys), Lego, and others. It’s estimated that 80 percent of all toys produced worldwide are manufactured in China and 85 percent of U.S. toy imports are from China. It’s no wonder that the trade war between the U.S. and China had a significant impact on the toy industry.

While the toy industry managed to avoid the 15 percent tariffs that were planned for December 2019 on Chinese-made toys, the tariff threats resulted in a turbulent environment for two large U.S. toy makers Hasbro and Mattel. Shares of both companies fell in late 2019, driven in part by the tariff uncertainty. As toy manufacturers generally operate with low margins in a highly volatile market driven by consumer preferences, most manufacturers are hoping for a long-term resolution of the trade tensions with China to ease their pressures ahead of the next holiday season.

A bottomless pit

As my son approaches three months, I am amazed at how quickly my purchasing habits have changed. I’m already thinking of our next car seat that can transition with him as he gets older, looking into the weight recommendations for different diaper sizes, and researching new toys to keep him (and myself) interested. And while we may slow down our purchasing to prevent a total baby takeover of our apartment, one thing is absolutely clear – we will always need to buy more diapers.

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Ayelet Haran is a contributor to TradeVistas. She is a government affairs and policy executive in the life sciences industry. She holds a Master’s of Public Administration degree in International Economic Policy from Columbia University.

This article originally appeared on TradeVistas.org. Republished with permission.
businesses

How Businesses can Weather COVID-19: Start with Empathy to Employees

Major U.S. businesses are adjusting operations, laying off employees or reducing hours in response to the coronavirus outbreak.

It’s uncharted territory for the nation, and companies from large brands to small businesses, like everyone else, are operating without a playbook to deal with an unprecedented public health threat that will also have economic implications. How businesses adjust to the pandemic and respond to this “new normal” is critical to the future of their business.

“The most important part is showing empathy to employees – now more than ever in these uncertain times,” says Ed Mitzen (www.edmitzen.com), founder of a health and wellness marketing agency and ForbesBook author of More Than a Number: The Power of Empathy and Philanthropy in Driving Ad Agency Performance.

“While every company is dealing with the effects of the COVID-19 outbreak, it’s important to keep in mind that your employees are being affected in more ways than one. Added challenges to daily life now include your partner working next to you, your children being home from school, and having to keep an extra close eye on elderly relatives. In these unusual circumstances, people will notice which companies are treating their employees with empathy and compassion and which are not.”

A business leader’s response during a time like this defines who they are as a leader.

Mitzen thinks this challenging time could be used by business owners to assess their company culture and consider that how they treat employees is central to that culture and vital for business results. He explains how leaders can show empathy to employees, strengthen company culture and drive performance:

Lead with support, not force. “Culture starts at the top, and the best results come when leaders support their people and help them get the most out of life, rather than trying to squeeze them to work harder and harder,” Mitzen says. “People can sacrifice for the job for only so long before they burn out. It may sound counterintuitive, but sometimes prioritizing life over work actually improves the work product. Once you hire good people, you don’t have to push them with crazy deadlines to squeeze productivity out of them.”

Build a team of caring people. “Business is a team sport,” Mitzen says. “To have an empathetic culture, you need people who care for each other and work well together. Build teams by looking for people who lead with empathy.  Don’t hire jerks. People who are super-talented but can’t get along with others tend to destroy the team dynamics, and the work product suffers.”

Define a positive culture – and the work. Showing empathy to employees can be an engine generating creativity and productivity. “The internal culture at a company defines the work the company produces,” Mitzen says. “Culture influences who chooses to work for you, how long they stay, and the quality of work they do. And the core of the culture is empathy, starting with employees and extending to customers and the communities that you live in. There’s a strong connection between a healthy work culture, which inspires people, and the work customers are receiving. That kind of company makes sure customers are treated the same way they are being treated.”

“Now more than ever, empathy, kindness and compassion are important values to keep at the forefront of your organization,” Mitzen says. “Business leaders can take the lead in doing the right thing, starting with their employees.”

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Ed Mitzen (www.edmitzen.com) is the ForbesBook author of More Than a Number: The Power of Empathy and Philanthropy in Driving Ad Agency Performance and the founder of Fingerpaint, an independent advertising agency grossing $60 million in revenue. A health and wellness marketing entrepreneur for 25 years, Mitzen also built successful firms CHS and Palio Communications. Fingerpaint has been included on the Inc. 5000 list of fastest-growing companies for seven straight years and garnered agency of the year nominations and wins from MM&M, Med Ad News, and PM360. Mitzen was named Industry Person of the Year by Med Ad News in 2016 and a top boss by Digiday in 2017. A graduate of Syracuse University with an MBA from the University of Rochester, Mitzen has written for Fortune, Forbes, HuffPost, and the Wall Street Journal.